Strategic Outlook 2018-21 - Three Faiths Forum
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Strategic Outlook
2018–21
Executive Summary 1
4–7
Executive Summary
8–15
Introduction
16–23
Goals
25
Conclusion
The Faith & Belief Forum Strategic Outlook 2018–21
Executive Summary
This three-year plan sets out the trajectory for the OUR CONTEXT
next phase of development of the Faith & Belief Forum
(F&BF). It is a guiding document for staff and trustees AND OUR APPROACH
who have all been consulted widely in its evolution,
along with key stakeholders. The content reflects Our vision is a connected and supportive
our ambition to make a significant contribution to society where people of different faiths, beliefs
strengthening relations between people of different and cultures have strong, productive and lasting
faiths and beliefs. This at a time when there is both relations. We believe the future belongs to people
a need to celebrate the creativity and social cohesion of all beliefs, that religious intolerance has no
that is generated by such strength, and to work place in society and that diversity adds value.
on the factors that threaten to undermine it.
Our mission is to promote and build meaningful and
resilient relationships between people of all faiths and
non-religious beliefs, through education, encounter, and
social action opportunities. We consider ourselves to be
an areligious, apolitical organisation which has inclusivity
and integrity at its core.
Over the past 20 years, we have gradually evolved from
an organisation engaging with religious leaders within
Christianity, Islam and Judaism, to one building relations
between all faiths and beliefs, and with a strong youth
focus. Operating at this grassroots level enables us to
effect positive and long-lasting change, and it provides
our stakeholders and supporters with a clear and
evidence-based sense that they are delivering impact.
This echoes the sentiments of one of our founders,
Sir Sigmund Sternberg, and our continued
partnership with the Sir Sigmund Sternberg
Charitable Foundation (SSCF).
We now adopt an approach that emphasises
understanding the varied ways in which we live our
faiths and beliefs. We celebrate the creativity and
innovation that comes from working across different
faiths and non-religious beliefs and draw attention to
issues that block and undermine such opportunity. This
approach has brought us significant success over the
past 10 years. We have received awards for our work
in schools and universities, and more recently for our
internship and volunteering programme. We currently
reach over 15,000 people a year in the UK through
our programmes, providing a solid base from which
to grow further over the next period of development.
4 The Faith & Belief Forum Strategic Outlook 2018–21
In addition to establishing robust programmes, we These outputs lead to (1) connectivity and exchange
have strengthened our management and governance between people of different faiths, beliefs and identities,
systems over the last few years, increasing our funding and between those with different levels of access to
base and preparing for expansion in 2018–2021. power; (2) resilience to divisive narratives based on trust
in ‘the other’; and (3) practical action that has positive
Our rapidly-changing context provides renewed leverage on the wider context.
opportunities for people of different faiths and
beliefs to learn, connect and celebrate together to These outcomes lead to three impacts: (1) socio-
improve society. However, there are also a persistent, economic and political inclusion that fosters trust and
interconnected and complex array of ‘dividers’ that confidence between communities of difference; (2)
threaten to undermine this unity and creativity. The UK informed handling of fast paced demographic change
is facing increasing demographic change, rising social that encourages connectivity across difference rather
and economic inequality, and increasing hate crime. than separation; and (3) public understanding of the
Social divisions along faith and cultural lines, heightened lived experience of both religious and non-religious
by the 2016 EU Referendum, are exacerbated by a lack beliefs which reduces community tension.
of political voice and leadership opportunities for
younger people. Furthermore, public attitudes towards These impacts in turn bring about our vision:
faith and belief are significantly shaped by a rapidly A connected and supportive society where people
evolving media landscape, one that increases of different faiths, beliefs and cultures have strong,
stereotyping and division, whilst also presenting new productive and lasting relations.
ways of engaging and connecting.
The above factors and trends influence how we behave
towards each other and affect the extent to which we
can harness the creativity across different faiths and
beliefs needed to tackle them. These factors can be
considered alongside an increasingly complex picture
of faith and belief in the UK, with an increase in both
religious diversity and non-religious belief. In this
context, we need greater understanding of who we are,
of each other’s faiths and beliefs and the intersection
between faith, belief and other aspects of our
identity such as race, gender, sexuality and class.
Greater understanding can help us develop a sense of
community, a ‘we’ that is more aligned to tackling the
factors that divide.
Our work is designed to address our challenging
context according to a robust theory of change.
Through our work in schools, universities, communities
and online, we (1) create safe spaces for encountering
and understanding lived faith, belief and identity; and we
(2) foster leadership and influence that harnesses the
potential residing in difference.
Executive Summary 5
OUR GOALS
Over the next three years, we will make a significant We will generate stronger community-based
contribution to our vision by implementing three movement aimed at strengthening faith relations
interconnected and strategic goals. and social cohesion in communities, with youth at
the forefront. As our work with schools and universities
We will equip more learners with the skills and develops, we will establish connectors and platforms
tools they need to handle and influence relations that enable students and young adults to increase
between different faiths and beliefs. We will their influence on the communities they work and live
develop hubs in London, the Midlands and the North within. We will work with young leaders to implement
of England. This expansion will build our capacity to and sustain their ideas, for example through the annual
engage 10% of schools in each region through the Interfaith Summit, and we will connect them with those
delivery of programmes such as our School Workshops, who can amplify their vision, including community
School Linking, and Amplify programmes, and through organisations, parents and employers. This will build on
expanding our online resources. A large proportion our track record of working with and through the arts,
of the schools we will work with are likely to be faith and on our broader network of interfaith organisations
schools. We will double the number of universities and activists that we will continue to award at our
participating in our ParliaMentors programme from 9 annual evening of Faith Recognition and Celebration.
to 20, building on current participation in London, the
Midlands and the North of England. Our engagement We will project the voices of those we support and
with Higher Education will include the offer of full training the impact of our partnership with them. We will
packages and the delivery of modules as part of lecturer strengthen our external relations, publishing the impact
training courses. and significance of work in our field and sustaining
engagement with stakeholders who share our approach
and values. We will provide a platform for those involved
to demonstrate what works, what still needs to be
done, and what further support is required. This will
include evidencing how our partnerships impact the
context in which we work. We will refresh our branding
and website to enhance our communications and will
establish strategic partnerships with organisations and
individuals well-placed to promote our mission.
6 The Faith & Belief Forum Strategic Outlook 2018–21
STRENGTHENING OUR ORGANISATION
To meet our goals, the infrastructure of the organisation Our capacity building will also include strengthening
will need to develop. We will build our capacity for the coherence of our delivery.
working ‘in the right places’. Key to both where
and how we work is greater capacity to engage in We are a values-led organisation. Our core values are
contexts beyond Greater London. Understanding these that everybody should get fair treatment, that there
contexts and becoming more context driven is a key should be equity in opportunity to grow and develop,
feature of this plan. We aim to establish regional teams and to express our whole selves. Everybody should
in the Midlands, the North and in other locations where have the opportunity to be included in decision making,
our approach is needed most, including in more rural, both by being heard and by having their interests looked
mono-cultural settings. after, and that all should behave sensitively and with
mutual respect. Our organisation is made up of people
We must also consider where we work in geographic who have the urge to make a difference in today’s
regions outside the UK. We have a well-established world, so that lived reality is more in line with our values
project in Israel that engages with health care than is the case today, and we accompany that urge
professionals to improve the quality of patient care with the insight to act.
and build trust between individuals from various faith
and ethnic communities. Finding ways to strengthen Over the coming years we will work hard to uphold
and broaden our work in this region remains crucial our values, developing the necessary policies and
given the prominence of the Middle East to many faith guidance to help us. We will develop a programming
communities in the UK. We plan to strengthen our work framework that articulates our approach; improve
in Israel over the timeframe of this plan, increasing the our capacity to collect and analyse data from our
number of hospitals we work with and building on this to activities; and ‘practice what we preach’, building on
broaden our programming in the region with due regard our reputation as a leader in the third sector when
to political sensitivities. We will also continue to explore it comes to what we offer our staff, volunteers and
opportunities to engage with partners in wider Europe. interns. We will develop an effective People Strategy
This is particularly important given the consequences and we will improve the diversity of our staff team.
of the referendum on membership of the EU and the
challenges this already poses for relations between The combination of context, goals and capacity,
people of different faiths, beliefs and cultures. combine to present a visionary but realistic strategy
that will create a step change in our organisation’s
We will increase our capacity to raise funds and ability to make a positive difference to relations
support by diversifying our funding base and drawing between people of different faiths and beliefs.
in more resources. We anticipate that to deliver our
goals effectively we will need to significantly increase our
expenditure. We will expand our funding base to new
partnerships with trusts and foundations, governmental
and inter-governmental organisations, corporate
businesses, and individual donors. In doing so, we will
harness the support and networks of our board, patrons
and champions.
Executive Summary 7
Introduction
The Faith & Belief Forum (F&BF), formerly the Three We plan to reach more schools and universities, aiming
Faiths Forum (3FF), was founded in 1997. Over the to connect with 10% of all schools and higher education
last 10 years, we have established programmes which institutions in the UK by 2021. We will help establish
have engaged over 100,000 people. Our work has a wide variety of community-based initiatives, building
been mainly in the UK, but also in the Middle East and a movement targeting areas of high deprivation and
Europe. This plan aims to significantly increase our working with the included to address the needs of the
reach by 2021. excluded. And we will amplify our voice and the voices
of those we work with, reaching new audiences through
Our approach to exploring the personal nature of faith varied media platforms.
and belief counters inaccurate generalisations which can
lead to stereotyping and prejudice. We have developed To do this we will need broader partnerships. Central
methodologies that have enabled this exploration of to our work will be our growing network of volunteers
‘lived faith’ to be adopted in schools, universities, and and alumni who will help take our messages and
in community spaces. approaches into workplaces and public spaces.
Launching our new plan and new brand to a wider
Creating the environment in which this exploration can range of financial supporters will help us secure the
happen effectively and safely is at the centre of what we resources we need.
do. The next phase of our development will take us into
new environments and will require us to further refine This plan then seeks to guide F&BF’s leadership team
and develop our methodologies. and Board through a significant period in our own
development and critically, through a time of near
We believe that connectivity and understanding between unprecedented external political, economic and societal
people of different faiths and beliefs is blocked primarily change within the UK, Europe and the wider world.
by issues associated with power and social exclusion, It aims to navigate our journey for a period of three
not so much by diversity and differences in belief. years from April 2018 to March 2021, building from
Indeed, encountering the diversity of faith and belief can a preparation period in 2017-2018.
be a way of generating the creativity we need to tackle
exclusion and power.
8 The Faith & Belief Forum Strategic Outlook 2018–21
VISION HOW WE GOT HERE
Our vision is a connected and supportive society Over the past 20 years, we have gradually evolved from
where people of different faiths, beliefs and cultures an organisation engaging with religious leaders within
have strong, productive and lasting relations. We believe Christianity, Islam and Judaism, to one building relations
the future belongs to people of all beliefs, that religious between all faiths and beliefs, and with a strong youth
intolerance has no place in society and that diversity focus. This evolution reflects the changing context within
adds value. which we work.
Taking into account significant regional variations,
MISSION continued demographic change, and the observation
that the group which is most isolated by neighbourhood
Our mission is to promote and build meaningful and is the White British population,1 the picture of faith,
resilient relationships between people of all faiths and belief and identity in the UK today is one of increasing
non-religious beliefs, through education, encounter, complexity and diversity.
and social action opportunities.
Indeed, ‘the last twenty-five years have witnessed
some of the most significant shifts in religious belief
WHO WE ARE and practice since the Reformation, as traditional
forms of religious authority, and uniformity of doctrine
We consider ourselves to be an areligious, apolitical and practice, have given way to a much wider and
organisation which has inclusivity and integrity at its more diverse range of religious and non-religious
core. We are connectors of people and organisations commitments’ 2
of different faiths and non-religious beliefs. We attempt
to be completely transparent in all our dealings and In response, we have developed programmes which
feel that this is a cornerstone of the trust beneficiaries engage with this complexity, building on our strong
and stakeholders have in us. We work hard to be an legacy of building relations between Muslims, Christians
empathetic and compassionate organisation, with a and Jews. We now adopt an approach that emphasises
belief that every individual has the right to be treated as understanding the varied ways in which we live our
they would want to be. We are committed to working in faiths and beliefs. We celebrate the creativity and
a professional and ethical manner towards a fairer and innovation that comes from working across different
confidently diverse society. faiths and non-religious beliefs and draw attention to
issues that block and undermine such opportunity.
1 Catney, G. (2013). “Has neighbourhood residential mixing increased?” University
of Manchester/JRF: https://www.ethnicity.ac.uk/research/briefings/dynamics-of-
diversity/
2 Charles Clarke & Linda Woodhead (2015). “A new settlement: religion & belief
in schools”, Westminster Faith Debates: http://faithdebates.org.uk/wp-content/
uploads/2015/06/A-New-Settlement-for-Religion-and-Belief-in-schools.pdf
Introduction 9
This approach has brought us significant success As part of the process to develop this plan, we have
over the past 10 years. We have received awards undertaken a formal desk-based competitor analysis
for our work in schools and universities, and more of three organisations with comparable values and
recently for our internship and volunteering programme. operating models. From this review, we have been able
We currently reach over 15,000 people a year in the to identify and isolate our Unique Selling Proposition:
UK through our programmes, providing a solid base as an organisation with a strong belief that our value
from which to grow further over the next period lies in working at a grassroots level. In this way, we
of development. address the misperceptions and challenges that
can emerge within communities where people of
In addition to establishing robust programmes, different faiths and non-religious beliefs are living.
we have strengthened our management and
governance systems over the last few years. The Operating at this grassroots level enables us to
introduction of a Development and Fundraising effect positive and long-lasting change, and it
Manager has provided the leadership we need to provides our stakeholders and supporters with
drive more aggressive fundraising. We have increased a clear and evidence-based sense that they are
salaries to be more in line with the average in our delivering impact. This echoes the sentiments of
sector, making us a more attractive employer. one of our founders, Sir Sigmund Sternberg, who
underlined the importance of grassroots dialogue
We have changed our name from the Three Faiths during an address in our founding year of 1997:
Forum to the Faith & Belief Forum, communicating
the organisation we are rather than the organisation
we were. We have established our first ‘out of ‘Combating Islamophobia is only
London’ team in the West Midlands, underlining our a part but an important part of
aspiration to become a truly national organisation.
We have registered as a Charitable Incorporated what we in the Three Faiths Forum
Organisation (CIO), enabling us to better manage intend to do. Attitudes cannot be
risk and liability. We have expanded our board changed by edict, by orders, by
of trustees, including the recent addition of a
Treasurer, improving governance and oversight. laws. They can be changed only
by education, by familiarity, by
We are fortunate to have the continued support of the dialogue. They can be changed
Sir Sigmund Sternberg Charitable Foundation (SSCF)
that both brought us into existence and sustains us. only in an atmosphere, generated
The last two years has witnessed a healthy exchange within the grassroots, where there
of ideas about the future direction of the organisation is a willingness to listen to other
and we are looking forward to strengthening this
relationship further as we implement this plan. voices. That is what we are all
about.’ Sir Sigmund Sternberg, KCSG, GCFO, JP
Equally, our grassroots focus gives resonance to the
views that we express to policy-makers, enabling us
to effect change within government, the media and
public at large. The shift that we will seek to deliver over
the lifetime of this plan is measured and manageable,
driven by identified need and not by funders’ priorities.
It focusses on our talents and expertise in the UK while
building on our existing relationships elsewhere in the
world. The plan supports our ongoing understanding
about how we might expand our national and
international influence in the future.
10 The Faith & Belief Forum Strategic Outlook 2018–21
CONTEXT
The ‘diverse range of religious and non-religious Inequality, hate crime and demographic change
commitments’ referred to above provides new Antisemitism, Islamophobia and hate crime against
opportunities for people of different faiths and minority faith groups is on the rise, with significant
beliefs to learn, connect and celebrate together to spikes following terrorist attacks such as those in
improve society. Such collaboration and dialogue Manchester and London in 2017.4 Indeed, whilst faith-
opens-up opportunities and enriches understanding based groups have come together in the aftermath of
and creativity. The ‘Great Get Together’ in 2017, these tragedies to express solidarity and unity, many,
initiated by Brendon Cox after the murder of his particularly Muslims, increasingly fear for their safety.
wife, MP Jo Cox, is a recent example of people There are no simple answers to why such hate persists.
from different faiths and beliefs giving legitimacy However, inequality is a factor that cannot be ignored.
to Jo Cox’s view that ‘there is more that unites us Inequality has been rising markedly since the 1980s.
than divides us.’3 However, there is a persistent, Although absolute poverty is in decline globally, the
interconnected and complex array of ‘dividers’ that relative poverty rate in high income countries such as
threaten to undermine this unity and creativity. the UK has continued to rise in recent years.5
The tragic fire at Grenfell Tower in London in 2017
proved a lightning rod for those suffering the impacts
of social injustice.6 Furthermore, the result of the 2016
EU referendum in the UK was indicative of feelings of
anxiety and anger as immigration became closely linked
to economic insecurities deepened by the austerity
measures of recent governments.7 In addition, rising
house prices in inner-city boroughs such as London’s
are pushing residents into outer, less diverse boroughs,
increasing further the pace of demographic change
in some regions. Inequality and a sense of unfairness,
perceived or real, undermines people’s willingness to
share with others, particularly those who belong to
pre-existing ‘out groups’ such as ethnic and religious
minorities. Given these factors, we must deepen
understanding of different faiths and beliefs, particularly
in schools and colleges, in a way that helps learners
develop the knowledge and skills they need to tackle
the issues threating to divide.
4 Home Office (2017). Hate Crime England and Wales 2016-17 – Statistical Bulletin.
5 UK data is collected annually on social inequality and poverty. See Monitoring
Poverty and Social Exclusion, Joseph Rowntree Foundation: https://www.jrf.org.uk/
report/uk-poverty-2017
6 Jonathan Derbyshire (3 October 2017), “How the Grenfell fire reveals the depth
of London’s social divide”, Financial Times, https://www.ft.com/content/6047d75e-
3 Tim Wyatt (13 June 2017), “‘More in common than divides’ is theme of gatherings 971f-11e7-8c5c-c8d8fa6961bb
this weekend, in memory of Jo Cox”, Church Times: https://www.churchtimes. 7 The Independent (2016). ‘Hate Crime Surges by 42% in England and Wales since
co.uk/articles/2017/16-june/news/uk/more-in-common-than-divides-is-theme-of- Brexit Result’: http://www.independent.co.uk/news/uk/crime/brexit-hate-crime-
gatherings-next-weekend-in-memory-of-jo-cox racism-stats-spike-police-england-wales-eu-referendum-a7126706.html
Introduction 11Lack of political voice and leadership on our ability to engage effectively with this changing opportunities for younger people media landscape, to communicate our impact and The result of the 2017 General Election highlighted amplify the effective voices of those we work with. an increase in turnout amongst 18 to 24-year olds – from 43% of this age group in 2015 to 58% in 2017.8 Conditions and Identities Commentators point to this being the result of more The conditions described above influence how we effective use of social media by political parties, behave towards each other (Figure 1). Our sense of particularly Labour, to engage younger voters. Some safety and fairness, the quality of leadership, and our point to the need and opportunity for a politics which responses to demographic change and media coverage is more suited to the modern political world - to engage – all influence the quality of relations between people younger people through new approaches to politics. of different faiths and beliefs. These factors affect the It may well be the case, particularly when considering extent to which we can harness the creativity across opportunities for younger people, that ‘Britain is not different faiths and beliefs needed to tackle the pressing disengaged from politics, (it is more that) the current challenges facing our societies today. political model is entirely unsuited to the modern political world’ (Matthew Flinders, Professor of Parliamentary In addition to the factors which can divide us, we Governance at the University of Sheffield). 9 Our also must grapple with the complexity of our own emphasis on young people and on our ParliaMentors multiple identities (Figure 2). The nature of religious programme is a direct response to this trend. Citizen and non-religious belief and identity is increasingly and community involvement in society needs to complex. It is clear from a number of surveys continue to be a key element of government policies and studies that the amount of people in the UK to tackle poverty and social exclusion, modernise identifying as nonreligious is increasing. Some services and renew democratic institutions. Equipping data suggests this is now over half the population. people from diverse faiths and beliefs for community At the same time, within some faith communities involvement, particularly amongst the 18–24 age there is an increase in religious commitment, group, strengthens the opportunity for effective citizen underlining the importance of understanding participation. dynamics within, as well as between, faith groups. Rapidly changing media To understand the changing landscape of faith Attitudes towards faith and belief is significantly shaped and belief, we believe that our society needs a by a rapidly evolving media landscape, one that also deeper appreciation of our multiple identities. We offers new ways of engaging all people, and particularly are people from different faiths and beliefs, as well young people. The average weekly internet use in as different ages, genders, sexual orientations, the UK has more than doubled in the last 10 years ethnicities and classes. Understanding who we are, and 86% of people now have access to the internet each other’s faiths and beliefs and the intersection anywhere.10 Facebook has 2.2 billion users worldwide between this and other aspects of our identity, will (in 2005, it had 5 million).11 Although the rise of digital help us develop a stronger sense of community, a media provides an opportunity to improve the quality ‘we’ that is more aligned to tackling those factors of information and reporting about faith and belief, it which can divide. This better understanding is also reinforces prejudices, and spreads falsehoods and essential for shaping the communities and services conspiracy theories about different religious groups that can meet our needs, and for celebrating the online. The success of this plan will depend in large part richness of who we are as human beings. 8 John Burn-Murdoch (20 June 2017). “Youth turnout at general election highest in 25 years, data show”, Financial Times: https://www.ft.com/content/6734cdde-550b- 11e7-9fed-c19e2700005f 9 Josephine Lethbridge (10 September 2013), “British social attitudes report finds trust is in freefall”, The Conversation: http://theconversation.com/british-social- attitudes-report-finds-trust-is-in-freefall-17962 10 ONS (2017). “Internet access – households and individuals: 2017”, Office for National Statistics: https://www.ons.gov.uk/peoplepopulationandcommunity/ householdcharacteristics/homeinternetandsocialmediausage/bulletins/ internetaccesshouseholdsandindividuals/2017 11 Statista (2018). “Number of monthly active Facebook users worldwide as of 4th quarter 2017”, Statista: The Statistics Portal: https://www.statista.com/ statistics/264810/number-of-monthly-active-facebook-users-worldwide/ 12 The Faith & Belief Forum Strategic Outlook 2018–21
FIGURE 1: Factors affecting relations
between people of different faiths
and beliefs – CONDITIONS
MEDIA
DEMOGRAPHIC
FAIRNESS CHANGE
RELATIONS
BETWEEN PEOPLE
OF DIFFERENT
FAITHS AND
BELIEFS
SAFETY LEADERSHIP
FIGURE 2: Factors affecting relations
between people of different faiths
and beliefs – IDENTITIES
LGBT
GENDER CLASS
RELATIONS
BETWEEN PEOPLE
OF DIFFERENT
FAITHS AND
BELIEFS
RACE /
AGE
ETHNICITY
Introduction 13
THEORY OF CHANGE
In our recent phase of strategic reflection we have These conditions enable the productive mediation
clarified the logical thread leading from activities to of different faiths and beliefs through three
positive outcomes. We aim to bring about positive outcomes: (1) connectivity and exchange between
change contributing to the organisation’s vision of people of different faiths, beliefs and identities, and
a connected and supportive society where people between those with different levels of access to
of different faiths, beliefs and identities have power; (2) resilience to divisive narratives based
strong, productive and lasting relations, through on trust in ‘the other’; and (3) practical action that
providing interventions in education, the workplace and has positive leverage on the wider context.
community spaces. Our work responds to a robust
social analysis identifying a nexus between socio- This mediation produces positive change resulting
economic and political exclusion (‘power(lessness)’), in three impacts: (1) socio-economic and political
rapid demographic change, and deprivation (amongst inclusion that fosters trust and confidence
other factors). Together these factors create and between communities of difference; (2) informed
increase social tensions including along faith lines. handling of fast paced demographic change that
F&BF seeks to reduce the effects of these conditions. encourages connectivity across difference rather
than separation; and (3) public understanding of the
At the same time, F&BF promotes a belief in the positive lived experience of both religious and non-religious
impact of collaborative approaches amongst people of faith and belief which reduces community tension.
different faiths and beliefs – something which underpins
its programmes. If such collaboration can focus on the These impacts in turn bring about our vision of a
issues that threaten to erode relations between people connected and supportive society where people
of different faiths and beliefs, then there are prospects of different faiths, beliefs and identities have strong,
for significant impact towards the organisation’s vision. productive and lasting relations.
We design interventions that aim, in the long term,
to have a positive impact on the trends and dynamics
outlined above, to move towards a society more in
line with our values and vision. These interventions,
from workshops in schools, to leadership training for
university students and the social action of our interns
and alumni, establish two conditions or outputs: (1) safe
spaces for encountering and understanding lived faith,
belief and identity; and (2) leadership and influence that
harnesses the potential residing in difference.
14 The Faith & Belief Forum Strategic Outlook 2018–21
INPUTS Our activities connect people of different faiths and deepen understanding of
different beliefs, through a mixture of learning and action orientated activities
– for example, school linking, dialogue events, workshops, arts activities,
social action and training.
OUTPUTS
Safe spaces for encountering Leadership and influence that
and understanding lived faith, harnesses the potential residing
belief and identity in difference
Connectivity and Resilience to divisive Practical action that
OUTCOMES
exchange between narratives based on has positive leverage
people of different trust in ‘the other’ on the wider context
faiths, beliefs and
identities
Socio-economic Informed handling of Public understanding
and political inclusion fast paced demographic of the lived experience
IMPACTS
that fosters trust and change that encourages of both religious and
confidence between connectivity across non-religious faith and
communities of difference rather belief which reduces
difference than separation community tension
VISION
A connected and supportive society where people of different faiths, beliefs and
cultures have strong, productive and lasting relations
FIGURE
3: THEORY OF CHANGE Executive Summary 15
Our Goals
INTRODUCTION
We see a generational shift in attitudes as the catalyst 2. To generate stronger community-based
for change towards a more connected and supportive movement aimed at strengthening faith relations
society. We therefore put emphasis on education and and social cohesion in communities, with youth at
working with young people, a receptive arena where the forefront. As our work with schools and universities
we can frame interfaith encounters as an integral part develops, we will establish connectors and platforms
of society and everyday life. that enable students and young adults to increase
their influence on the communities they work and live
Our methodology and way of working has been crafted within. We will work with young leaders to implement
over the past decade. It is centred on creating spaces and sustain their ideas, for example through the annual
in which expressions of lived faith and belief can be Interfaith Summit, and we will connect them with those
shared, explored and applied to social action that who can amplify their vision, including community
tackles those issues that undermine our vision. We organisations, parents and employers. This will build
utilise different methods and mediums and we aim to on our track record of working with artists, and on our
apply our methodology in places where our analysis broader network of interfaith organisations and activists
points to greatest need and opportunity. that we will award at our annual evening of Faith
Recognition and Celebration.
We believe productive and lasting relations between
people of different faiths, beliefs and cultures is most 3. To project the voices of those we support and
likely when there is (a) opportunity to explore and the impact of our partnership with them. We will
understand personal, lived expressions of faith and strengthen our external relations, publishing the impact
belief, and (b) leadership and influence that can bring and significance of work in our field and sustaining
together people of different faiths and beliefs to work for engagement with stakeholders who share our approach
productive societal change. and values. This will include evidencing how our
partnerships impact the context in which we work. We
Our key, interconnected, strategic goals are threefold: will refresh our branding and website to enhance our
communications and will establish strategic partnerships
1. To equip more learners with the skills and with organisations and individuals well-placed to
tools they need to handle and influence relations enhance our mission.
between different faiths and beliefs. We will
develop hubs in London, the Midlands and the North
of England. This expansion will build our capacity to
engage 10% of schools in each region through the
delivery of programmes such as our School Workshops,
School Linking, and Amplify programmes, and through
expanding our online resources. A large proportion
of the schools we will work with are likely to be faith
schools. We will double the number of universities
participating in our ParliaMentors programme from 9
to 20, building on current participation in London, the
Midlands and the North of England. Our engagement
with Higher Education will include the offer of full training
packages and the delivery of modules as part of lecturer
training courses.
16 The Faith & Belief Forum Strategic Outlook 2018–21
ALUMNI NETWORK
INTERVOICES,
INTERNSHIPS AND BLOGS,
VOLUNTEERING PODCASTS...
EQUIP MORE GENERATE
LEARNERS COMMUNITY BASED PROJECT
IN SCHOOLS, MOVEMENT WITH VOICE AND
COLLEGE AND YOUTH AT THE IMPACT
UNIVERSITY FOREFRONT
SCHOOL LINKING SUSTAINED SOCIAL ROUNDTABLES
ACTION INITIATIVES
SCHOOL WORKSHOPS IMPACT REPORTS,
AND RESOURCES DIALOGUE AND PUBLICATIONS AND
TRAINING IN BRIEFINGS
AMPLIFY COMMUNITY AND
WORK SPACES ANNUAL SUMMIT
TEACHER TRAINING
PARLIAMENTORS
HE TRAINING
FIGURE 4: GOALS AND ACTIVITIES Our Goals 17
GOAL 1 Introduction
There are approximately 20,000 state funded schools
To equip more learners in England and Wales. Of these, about 7,000 are
identified as faith based, with the largest number of
with the skills and tools these being Church of England (68%) and Catholic
(30%).12 However, there are a significant number of
they need to handle and faith schools of other denominations. At the time of
the 2011 census, there were 42 Jewish schools, 12
influence relations between Muslim schools, 3 Sikh, and 1 Hindu school. In addition
to these state funded schools, there is an increasing
different faiths and beliefs number of independent faith schools and academies.
In 2012 there were 911 independent faith schools,
of which 139 were Muslim, 49 Jewish, 116 Roman
Catholic, 268 Church of England, 301 Other Christian,
and 3 Multifaith.13 In 2016/17, we ran approximately
300 workshops in 100 schools, with our biggest
growth area being the West Midlands. We engage
mostly but not exclusively with faith schools. There
are 109 universities and institutes of higher education
in England and Wales.14 We currently work with nine
– Birmingham City University, Coventry University,
Nottingham Trent University, Salford University, School
of Oriental and African Studies (SOAS), Queen Mary
University of London, University of Birmingham,
University of Manchester and University of Nottingham.
12 Angela Harrison (3 December 2011), “Catholic faith schools in academy switch”,
BBC News: http://www.bbc.co.uk/news/education-15985615.
13 See (2010) ‘Maintained Faith Schools’, UK Government: https://www.gov.uk/
government/publications/maintained-faith-schools; also see https://get-information-
schools.service.gov.uk/Downloads
14 Universities UK (25 August 2016), “Higher education in facts and figures 2016”:
http://www.universitiesuk.ac.uk/facts-and-stats/data-and-analysis/Pages/facts-and-
figures-2016.aspx
18 The Faith & Belief Forum Strategic Outlook 2018–21
School workshops and resources ParliaMentors
These workshops introduce pupils to speakers of We have been running our award-winning PMs
different faiths and beliefs and teach them how to programme for 10 years now, engaging nine
ask questions in an appropriately sensitive way. Over Universities and 50 students each year. The social
the coming three years, we plan to reach 10% of all action projects developed as part of this youth
schools in England and Wales with our workshops leadership programme are increasingly significant
and resources. This will be achieved through not and act as a link to Goal 2 below, facilitated by the
only doubling the number of workshops we deliver, PMs Alumni. Over the coming three years, we aim
but by marketing a wider range of online resources to increase the number of universities and students
to teachers. The effective marketing of resources involved in the programme, creating a step change
will go hand in hand with the raising of our profile in the volume and impact of the political engagement
and voice (Goal 3) and will also help to widen our and social action generated by these young leaders.
reach to urban and rural schools beyond London.
University and teacher training
School linking One way of reaching more students is through teacher
Linking brings together a school with pupils identified training and over the next three years, we will target
with predominantly one religious faith with a school teacher training colleges with our modules on exploring
with pupils of another faith to explore curriculum faiths and beliefs and handling controversial issues in
subjects together. This programme is more resource the classroom. In addition, we will offer a full training
intensive and, therefore, less elastic than our workshops package to universities that enable students and staff to
and resources. handle interfaith issues on campus. By 2021 we aim to
engage with 20% (approximately 21) of HE institutions.
Nevertheless, we engaged over 40 schools in our
linking programme in 2016/17 and aim to expand
this over the coming three years. Most of our linking
is in London and our priority will be to increase the
number of links out of London. We aim to have 200
schools engaged in our linking programme by 2021,
covering London, the Midlands and the North.
Amplify
It has been challenging to develop an offer to 16 to
18-year olds due to pressure of exams on this age
group. However, in 2016/17 we successfully piloted
‘Amplify’ with one sixth form. Amplify is a modular
programme that supports students in developing
and communicating manifestos conveying views and
ideas on societal issues through an interfaith lens. This
programme acts as a pre-runner to ParliaMentors (PMs),
with PMs alumni involved in delivering certain aspects
of Amplify. We aim to establish the Amplify programme
within 15 FE colleges/sixth forms by 2021.
Our Goals 19
GOAL 2 Introduction
Having developed as a grassroots organisation, we
To generate stronger are well-placed to contribute to movement building.
It is important that those we support through learning
community-based and education programmes are also supported in their
efforts to apply that learning and education to their
movement, with youth ongoing social action and their employment. This goal
aims to do just that, working with our growing alumni
at the forefront of ParliaMentors, teachers and volunteers to influence
change at community, workplace and policy levels. The
success of the alumni-led Interfaith Summit over the
past three years points to a deficit in youth-led interfaith
social action. Furthermore, employers’ awareness
and attention to ‘religion or belief’ as a protected
characteristic covered by the Equalities Act falls behind
other aspects of identity such as gender, sexuality and
disability. This goal aims to help change this situation,
advancing social inclusion through community- based
movements aimed at creating deeper understanding
of the diversity of faith and belief beyond the education
sector and applying this understanding to social action.
Alumni networks
Our networks comprise approximately 400 young
leaders who have completed ParliaMentors over the
past decade, plus those who have engaged with
our internship programme and worked with us as
volunteers. We support these alumni to continue their
social action and enhance their careers in political
and civic life. Over the next three years, we will work
to project the voices and ideas of our alumni through
strategic collaboration with business, government and
civil society partners. By 2021, we will be supporting
over 20 sustained social action initiatives amongst our
alumni, making a significant contribution to interfaith
relations and social inclusion in communities.
20 The Faith & Belief Forum Strategic Outlook 2018–21
Celebrating interfaith Volunteering and work
Over the next three years, we will establish several Our internships and speaker volunteer programme have
major public events that celebrate the interfaith been awarded by the Jewish Volunteering Network and
movement and provide forums for the more excluded set a standard for nurturing the leaders of tomorrow.
in society to engage with the more included. The They provide quality volunteering opportunities in the
Interfaith Summit, coordinated by the PMs alumni, charitable sector. Over the coming three years we
is now in its third year, attracting 400 people during plan to give advice and input to other organisations in
interfaith week each November. Over the next three the charitable sector on how to benefit from interfaith
years, we will work with the PMs alumni to build the volunteering and faith awareness. By 2021, we will have
profile of this event, increasing its reach. In addition, established more than ten strategic partnerships with
we will continue to work in partnership with the other organisations in the charitable sector, influencing
Greater London Lieutenancy in convening an annual the ways they engage with faith and encouraging more
Faith Recognition & Celebration Event, showcasing inclusive approaches.
the work of less recognised faith communities and
those working with them for social inclusion. The Arts
Over the past few years we have developed a reputation
Our local community for engaging with artists and the arts. This work has
We are Camden’s main interfaith organisation, with included the Urban Dialogues exhibitions, creative
links to the Council (Charity of the Year in 2014), work aimed at expressing ‘what women believe,’
the Board of Deputies of British Jews (in Kentish and the Mixed Up Chorus (MUC). MUC has now
Town), and various places of worship and local been established as an independent entity, giving us
community groups. Our interns also run fundraising the space and capacity to develop a new partnership
events in the borough. Over the next three years, with the National Theatre. Over the next two years,
we will build on our local interfaith networks to make we will work with the National Theatre to explore faith
more of a difference to interfaith relations and social and belief through plays, together with a select group
inclusion in Camden. We will encourage greater of young people. We will build on this and our track
faith awareness and collaboration amongst Camden record to sustain a portfolio of partnerships with
based organisations, applying our programmes arts organisations.
to the local needs of our own neighbourhood.
Our Goals 21
GOAL 3 Introduction
To maximise our impact, we need to be better known
To project voice to attract supporters and link up with other strategic
partners. We will feed the results of our programmatic
and impact work into communications and campaigns though
our hubs in London, the Midlands and the North.
By communicating the longitudinal impact of our work
through stories and studies, we draw attention to the
importance of long term investment in education and
movement building. We need to be more persuasive
about the longer-term importance of our work in
the face of shorter term policy responses by those
addressing the connection between faith, belief and
social cohesion.
Context briefings/reports
We will publish a series of briefings on the interface
between faith, belief and societal issues such as hate
crime, housing, media coverage, and exclusion due to
gender, sexuality and ethnicity. This research will build
on the internal papers we commissioned in 2016 and
on the connections made with the Greater London
Lieutenancy. By 2021, we will have published over
10 briefing papers on different issues. In addition, we
will commission a survey of attitudes towards faith and
belief in the UK, projecting a relatable and informed
voice on the interfaith opportunities and challenges
facing our society.
Interfaith Voices
We have begun to collect and post blogs and podcasts
on our website articulating personal expressions on
different issues from the perspective of different faiths
and beliefs. This work has engaged a growing number
of alumni and includes recent posts on attitudes
towards Brexit one year on from the EU referendum,
and on race and faith. We will continue to build this
online activity series, providing a platform for those
from our network to express and explore ideas.
22 The Faith & Belief Forum Strategic Outlook 2018–21
Brand and media Charter
Our website and digital media platforms will be essential We plan to launch our new name and refreshed image
to projecting our voice and message. Our renaming at a major event during the second half of 2018. This
provides us with the opportunity to reflect on and will include engaging current and new supporters in
implement a bold, new image and tone of voice which signing up to a charter for faith positive community.
reflects the ambitions we have set for ourselves over this This charter will comprise a number of value statements
three-year period. During the first year of this plan, we that organisations can sign up to and commit to,
will improve the appeal of our website and other media whether they are a school, an arts organisation, a
platforms. We plan to double our reach in three years by faith institution, a football club, or a private business.
improving the quantity and quality of our content and by By signing up to these statements they will become
investing in boosting our posts. The planned BBC Radio engaged in co-creating a longer document that will set
4 Appeal that will be broadcast in the summer of 2018 out the charter in more detail.
presents a launch pad. We will complement a strong
social media presence with more reflective articles
and opinion pieces in print and broadcast media.
Impact measurement
Our partnership with Coventry University offers great
opportunity to improve our impact measurement. We
are already working with a PhD student, exploring the
impact of our schools linking programme. By 2021,
this will have produced several tools for the ongoing
measurement of this aspect of our work. We will
complement this process with further refinement of
our data collection and data analysis, identifying key
performance indicators for each of our programmes
and reporting regularly on these. During the next three
years we will organise a major conference on faith, belief
and education, showcasing the impact of the work we
do and setting out our stall as a leader in interfaith and
intercultural education.
Our Goals 23
Connect and Reflect
collaborate and grow
We think together, work We value ideas and innovation.
collaboratively with our We reflect on and learn from
teammates and support the our experiences, seeking advice
work of other teams. We value from others when relevant, to
diversity. We create and support find opportunities to grow and
opportunities that bring people improve. We find new ways of
together who wouldn’t normally doing things and value new ideas
meet. We promote interfaith/ towards achieving our aims.
intercultural activity, and we
build community relations.
Be focused
Communicate and flexible
sensitively and We ensure that our activities
make an impact towards
effectively achieving our aims, following
our organisational strategy,
We are honest and respectful.
maintaining focus and avoiding
We demonstrate openness,
distractions. We take personal
empathy and curiosity
responsibility and ownership
when learning about others’
over our work so we can make
experiences, opinions and
changes when appropriate to
expertise. We always consider
mitigate or solve problems and
a multiplicity of views, share
explore new opportunities
ideas with others and give
feedback constructively to
support, inspire and motivate
others. We aim to address
tensions and to create safe
spaces to discuss difficult issues.
24 The5:Faith
FIGURE OUR&VALUES
Belief Forum Strategic Outlook 2018–21
Conclusion
The next three years are predicted to be a time of social change and
uncertainty in the UK and globally. Our rapidly-changing context provides
renewed opportunities for people of different faiths and beliefs to learn,
connect and celebrate together to improve society, as well as a set of
‘dividers’ that threaten to undermine social cohesion, equality and creativity.
This time of pressing need presents an important opportunity to realise
our vision of a connected and supportive society where people of different
faiths, beliefs and cultures have strong, productive and lasting relations.
This plan has described a strategy for realising our vision through three
goals: (1) equipping more learners with the skills and tools they need to
handle and influence relations between different faiths and beliefs; (2)
generating stronger community-based movement aimed at strengthening
faith relations and social cohesion in communities, with youth at the
forefront; and (3) projecting the voices of those we support and the impact
of our partnership with them. These goals can be achieved by building
our capacity as an organisation. We will work ‘in the right places’ with the
maximum need and opportunity. We will increase our capacity to raise
funds and support by diversifying our funding base and drawing in more
resources. We will strengthen the coherence of our delivery by supporting
growth in staff and income whilst maintaining our values and the close
‘family’ culture we hold dear. By 2021, the expanded Faith & Belief Forum
will stand at the forefront of a social movement demonstrating that the future
belongs to people of all beliefs, that religious intolerance has no place in
society and that diversity adds value.
Conclusion 2526 The Faith & Belief Forum Strategic Outlook 2018–21
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